Clothing Manufacturer Business Plan Executive Summary GEN X is a recent (last spring) start-up manufacturer of an upscale clothing line

targeted at males between the ages of 20 and 40. GEN X not only develops the clothing line, but supports it with advertising and promotion campaigns. The company plans to strengthen its partne hip with retaile by developing brand awareness. GEN X intends to market its line as an alternative to existing clothing lines, and differentiate itself by marketing strategies, exclusiveness, and high brand awareness. The key message associated with the GEN X line is classy, upscale, ve atile, and expensive clothing. The company's promotional plan is dive e and includes a range of marketing communications. In the future, the company hopes to develop lines of accessories for men, women, and children. These accessories will include cologne/perfume, jewelry, eyewear, watches, etc.

COMPANY SUMMARY
MISSION
The mission of the company is to provide a GEN X for consumer , based on style and quality.

LEGAL BUSINESS DESCRIPTION

GEN X was founded as a Mumbai based Corporation with principal offices located in Pune , Bangalore , TN. All operations, from administration to marketing strategies, take place at this leased office location of approximately 500 square feet.

STRATEGY
The GEN X strategy is to aggressively develop and market a full range collection to consumer . The company intends to market its line as an alternative to existing clothing lines and differentiate itself through its marketing strategies, exclusiveness, and brand awareness. GEN X intends to build on its core portfolio of products and overcome any obstacles by using the company's expertise in the clothing industry.

The company's goal in the next year is to make an overwhelming impact on the fashion industry and create a large consumer demand for the product. The company's goal in the next 2-5 years is to venture into women's and children's clothing. It plans to also license a line of cologne and perfume, bedding, underwear, small leather goods, jewelry, and eyewear. According to Standard & Poor's (S&P's), women's apparel accounted for 52% of total apparel sales in 1998.

STRATEGIC RELATIONSHIPS
The company has strategic alliances with Music Records and the Entertainment Group. These alliances are valuable to GEN X because they provide the needed exposure for its line and the association of its products with celebrities. Celebrities are valuable assets because they receive free clothing for interviews, concerts, and music videos. Past Performance 1997 0 0 0.00% 0 0 0.00 1998 0 0 0.00% 0 0 0.00 1999 3,000,000 750,000 25.00% 1,200,000 34 6.00

Sales Gross Margin Gross Margin % Operating Expenses Collection Period (days) Inventory Turnover

Balance Sheet 1997 1998 1999

Current Assets Cash Accounts Receivable Inventory Other Current Assets Total Current Assets 0 0 0 0 0 0 0 0 0 0 445,000 420,000 1,545,000 105,000 2,515,000

Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets 0 0 0 0 0 0 525,000 80,000 445,000

Total Assets

2,960,000

Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities (interest free) Total Current Liabilities 0 0 0 0 0 0 0 0 1,000,000 1,090,000 410,000 2,500,000

Long-term Liabilities

355,000

Total Liabilities

2,855,000

Paid-in Capital Retained Earnings Earnings Total Capital

0 0 0 0

0 0 0 0

70,000 35,000 0 105,000

Total Capital and Liabilities

2,960,000

Other Inputs Payment Days Sales on Credit Receivables Turnover 0 0 0.00 0 0 0.00 30 2,250,000 5.36

PRODUCTS
GEN X products will be priced at the high end to reflect the quality and exclusiveness associated with the brand. The company will use highend materials such as cashmere, a wool blend, and high gauge denim. When a mark up is placed on GEN X products, custome are willing to pay the premium because of the perceived value and quality guarantee that comes with all products. The GEN X line is targeted at males between the ages of 20 and 40.

MARKET ANALYSIS SUMMARY

MARKET DESCRIPTION

Apparel sales are driven by economic conditions, demographic trends, and pricing. Fashion, while important for an individual company, plays a limited role in overall market demand. Sales of apparel at the retail level rose approximately 4.7% in 1998, according to NPD Group, Inc., a market research firm located in Port Washington, New York. In 1998, Indians purchased approximately 215 billion of apparel and footwear. According to NPD Group Inc., approximately 177 billion was spent on clothing in 1998. The remaining 38 billion was used to purchase more than 1.1 billion pairs of shoes, based on data from Footwear Market Insights (FMI), a market research firm based in Nashville, TN. With the Indian population at 800 million, this works out to roughly 2400 a year per capita spent on apparel and footwear. The apparel and footwear industries are highly competitive, and both have attempted to lower manufacturing costs by moving production to such places as kolkotta, Orissa, and other Asian countries. As a result, employment levels for Indian manufacturing industry employees fell to 713,000 in February 1999, according to the Department of Labor. This was down 10% from the year-earlier level and 52% from 1970. The number of domestic non-rubber footwear employees declined 15%, year to year, in 1998, and 86% since 1968, according to the Footwear Industries of India, an industry trade group based in Washington, D.C. The Apparel Industry The INDIA. apparel industry is large, mature, and highly fragmented. Apparel sold in the India is produced both domestically and in foreign locations. According to estimates from the Indian Apparel Manufacture Association (IAMA), an industry trade group based in pune, the value of domestic apparel production was 39 billion at the wholesale level in 1997 (latest available), which was less than the 46 billion of goods imported into the India. In addition, 15 billion of goods were produced in both the India and other countries. The Indian apparel market can be divided into two tie : national brands and other apparel. National brands are produced by approximately 20 sizable companies and currently account for some 30% of all INDIA. wholesale apparel sales. The second tier, accounting for 70% of all apparel distributed, comprises small brands and store (or private-label) goods.

Apparel is sold at a variety of retail outlets. Based on data from NPD Group, discount stores, off-price retail , and factory outlets accounted for 30% of 1998 apparel sales, while specialty stores and department stores accounted for 22% and 18%, respectively. Another 17% were sold at major chains, and direct mail/catalogs accounted for 6%. The remaining 7% of apparel sales occurred through other means of distribution.

4.1

MARKET SEGMENTATION

The company plans to target males between the ages of 20 and 40 with a combined household income of more than 40,000. Within this group, there are no colour barrier , and customer have diverse backgrounds. The GEN X customer is a versatile man who can fit into any environment and is willing to pay a high price for quality clothing. The company's target group is seen as having enough disposable income to spend on high priced quality clothing. From 1984 to 1991, for example, disposable personal income grew at a healthy average annual of 7.0%. Apparel and footwear expenditures increased at a strong .2% annual rate during the same period. In the 1990s, however, growth in personal income slowed somewhat and so did apparel expenditures. From 1991 to 1998, disposable personal income rose at an average annual rate of 4.7%, while apparel and footwear expenditures grew 4.5% per year. According to S&P's, in the men's apparel segment, much of the growth in spending is being driven by consumer with an annual household incomes of more than 60,000. Spending in this segment increased by approximately 13% in 1998. Apparel purchases by men from households with incomes between 40,000 and 59,999 grew by 7% in 1998. Men's apparel sales at department stores and off-price retaile grew at double-digit rates in 1998. As growth slows in the mature INDIA. apparel and footwear markets, companies are increasingly looking overseas for growth opportunities. Indian brands translate well internationally, and many expanding economies overseas are interested in buying INDIAN products.

International business has therefore become a focus of some INDIAN companies. Many apparel and footwear manufacture see Europe, with a population of 350 million, as an attractive market. Tommy Hilfiger and Polo Ralph Lauren recently opened flagship stores in London in an effort to build up their brands in Europe. Expansion in Asia, however, has been sidelined by economic troubles. In other parts of the world, footwear company Payless ShoeSource Inc., has been performing well in Canada and South America.

Market Analysis
2000 Potential Growth Customer Males Aged 20 40 Males Under 20 Males Over 40 Other

15% 2,500,000 2,8

10% 1,500,000 1,6

10% 1,250,000 1,3 0% 250,000

Total

11.98% 5,500,000 6,1

4.2

DISTRIBUTION STRATEGY

GEN X plans to use a direct sales force, retail , and the Internet to reach its markets. These channels are most appropriate because of time to market, reduced capital requirements, and fast access to established distribution channels. The manufacture of denim is expected to take place in south. Sweaters will be manufactured locally at first, and will later take place in kashmir and Himachal. Upon arrival, the clothing will be placed in a warehouse. Initially, the company plans to use a consolidated warehouse before acquiring a warehouse of its own. As companies in these mature industries continually look for ways to compete effectively, INDIAN apparel and footwear manufacture have increasingly moved their production facilities to lower-cost locations outside India. Although some manufacturers have moved operations completely offshore, others are retaining a few production facilities in the India to manufacture products requiring a quick turnaround time. While manufacturing in Asia remains substantial, the growth of apparel manufacturing in Mexico and the Caribbean has been significant due to the North Indian Free Trade Agreement (NAFTA) and the lowering of tariffs. Apparel assembled in Mexico and the Caribbean nations from fabric formed and cut in the India accounted for 27% of all apparel imports in 1998, up from 9% in 1990. With an improved economic outlook, Asian currencies have strengthened against the dollar over the past year. For example, the Thai bhat and Korean won appreciated 13% and 20%, respectively, from June 1998 to June 1999. While this has benefited INDIA. exports somewhat, it has put pricing pressures on imported Asian goods. For the vast amount of goods manufactured in China, however, no such benefit is currently expected, as this country's currency has remained fixed in value versus the dollar.

4.3

MARKET TRENDS

Leaner inventories, but continued pricing pressures After several years of inventory build-ups, the apparel industry's inventory-to-sales ratio declined steeply in 1996, and through 1998 it remained near its lowest levels in 16 years. According to the INDIA. Department of Commerce, the inventory-to-sales ratio was 1.49 as of May 1999, significantly below the 1.74 of a year earlier. After several difficult years and many bankruptcies in the early 1990s, the apparel industry is relatively healthier overall, and its lower inventory levels are a sign of that. Despite the lean inventories, however, prices of women's apparel declined in the first 6 months of 1999, compared with year-earlier levels, after rising slightly in 1998. S&P's still expects some degree of apparel pricing pressure to persist in the near future. Intensifying competition doesn't bode well for apparel manufacturers' ability to raise prices. Companies are continually searching around the globe for cheaper sourcing and are looking for ways to cut operating costs. Consumers are also very value conscious-they want quality merchandise at the lowest possible price. This trend is evident in the successful growth of off-price retail stores.

MODEST GROWTH IN '99

As with most mature industries, the apparel and footwear industries are experiencing intense competition and pricing pressures, while facing the need for constant product innovation. However, these industries are enjoying a great economic cycle, with low interest rates, low unemployment, strong consumer confidence, and a low savings rate. Consumers are continuing to spend at a healthy clip. As a result, S&Ps expects sales for the apparel industry to rise about 4% in 1999. We believe that maker's with strong brand recognition and those that are closely in tune with consumers' needs will enjoy average growth. The footwear industry faces a tougher environment, however, considering the still-high inventory levels and low-margin price points.

APPAREL OUTLOOK STILL POSITIVE

Although S&P's doesn't expect the economy and consumer spending to sustain growth forever, we expect the overall apparel industry to continue to post-modest gains through 1999. Among apparel make , we expect the best performances to come from companies with strong brand recognition, such as Tommy Hilfiger Inc., Gap, Abercrombie & Fitch, and Jones Apparel Group Inc. As more and more companies have adopted casual attire in the workplace, the trend toward casual dressing continues. This has sustained the need for men and women to establish new wardrobes or alter their existing ones. S&P's believes this has had more of an effect in the men's segment, as evidenced by the higher growth rate in sales of that segment in the past year. Eventually, the casual trend will slow to a level of demand that satisfies basic replenishment needs, but for now we expect heightened consumer confidence to encourage spending beyond basic needs. Current career offerings have less structured looks, and consume have favorably received these. S&P's expects the branded apparel companies that sell to the department store channel of distribution to grow somewhat faster than the overall industry. In addition to favorable demographic trends, this segment is benefiting from its strength in design and marketing, which has led to a high consumer awareness of and demand for branded apparel. Nonetheless, because there's little pent-up demand for apparel, the need for freshness is still a vital part of keeping custome interested. In response to a challenging and saturated domestic market with slower growth prospects, S&P's expects that companies with strong brands will increasingly turn to international markets for growth. Companies are hoping that the international consumer's interest in the INDIA. lifestyle will translate into sales of brands that represent that lifestyle. Many companies as a significant growth area see Europe, and Asia appea to be recovering from the economic turmoil experienced in the past couple of yea . Apparel companies have been quick to recognize the importance of the youth market and have started to establish product lines to target this group. Generation Y--those individuals between four and 21 yea of age--is a large demographic group with considerable spending power.

This group is also significant in setting styles and trends that influence the styles for older consume . The current environment of abundant supply, consolidation, and intense competition has forced companies to maximize profits, not only for growth but for survival as well. Companies are constantly searching for ways to maximize efficiencies, cut costs, and increase sales. S&P's believes this improved condition of apparel companies has positioned the successful ones for a greater degree of growth and should serve to develop a healthier industry. Buy now, wear now In the past, consume purchased apparel and footwear for the upcoming season when retail stores decided it was best to carry the merchandise, usually months in advance. Times are changing, however, consume are buying apparel and footwear closer to or during the season. The industry has had to adjust to this trend, or risk losing sales and carrying unwanted inventory. Companies have had to shorten design, development, production, and distribution cycles. In order to stay in tune with consumer needs and trends and to aid in product planning, companies have established internal teams or have hired firms to gather feedback from relevant consumer groups. For example, Tommy Hilfiger recently established what it calls Quick Response Capsules (QRC), teams of designe and production staff to work in collaboration with retail stores to bring out fresh, new fashions within a month. When Nike recently reorganized its apparel division, it created a strategic response division to monitor consumer trends. Other companies are doing this as well. S&P's believes that the abbreviated production cycles brought about by this "buy now, wear now" phenomenon has caused companies to reevaluate their manufacturing processes. With more and more production taking place offshore, the turnaround time for garments can be lengthy. Shortened cycles call for production sites in closer proximity to distribution points. At the moment, a few apparel companies are using domestic plants to fulfill small orde for fresh products. Although indications now are that most merchandise will continue to be sources offshore, some seasonal/special items may need to be produced domestically. If such

demand increases, there may be some benefit to the rapidly shrinking domestic production industry. This buy now, wear now trend is a manifestation of the power that consume now have in the mature apparel and footwear industries. Consume dictate price, location, styles, and time of purchase more, something we don't see changing anytime soon. What's in a name? In a market where consume are barraged by advertising and marketing campaigns delivering an onslaught of lifestyle and fashion messages, a brand name is a powerful weapon. Brands have become an increasingly significant factor in apparel and footwear. Many consume have less time to shop an are spending their disposable income more carefully. Established brand names, with their quality image, make the shopping experience easier and faster for many consume . For manufacture , brands build consumer loyalty, which translates into repeat business. Many established brand manufacture , such as Tommy Hilfiger, Polo Ralph Lauren Corp., Jones Apparel, Liz Claiborne Inc., and Nautica Enterprises Inc., are leveraging their existing brand names by adding various accessory lines, such as sunglasses, watches, fragrances, wallets, and footwear. Jones Apparel's recent acquisition of shoe retailer Nine West Group Inc. was a strategic move aimed at broadening the company's product lines and creating opportunities to cross-sell products between the two brands. However, most companies choose to extend their product lines through licensing. Most recently, Tommy Hilfiger announced new licensing deals to market jewelry, hosiery and, most notably, watches through Movado. A company with an impressive brand name must exercise caution when entering into licensing agreements. If a new product line doesn't live up to the quality standards that consume have come to expect from the brand name, the brand's image can be tarnished. It remains to be seen how consume will react to this onslaught of new brand name product introductions. To date consume have embraced the extended product lines. Competition and Buying Patterns

Although the apparel industry is mature and slow growing, it exists in a dynamic and competitive environment. In order to improve profitability, many companies are restructuring to create leaner organizations and adopt new technologies. Consolidation has been prevalent in this industry in the past few yea , as larger companies gain leverage in market position and cost cutting. In the apparel industry, companies can operate as retaile or manufacture (wholesale ) or both. For instance, Gap, Inc., a vertical retailer, manufactures and markets their own apparel and accessories. A company like VG Corporation is a manufacturer and sells solely to retail channels. A company like Tommy Hilfiger does both, selling its products to both retaile and consume (through retail outlets). 5.1 Competitive Edge In a market where consume are barraged by advertising and marketing campaigns delivering an onslaught of lifestyle and fashion messages, a brand name is a powerful weapon. Brands have become an increasingly significant factor in apparel and footwear. Many consume have less time to shop an are spending their disposable income more carefully. Established brand names, with their quality image, make the shopping experience easier and faster for many consume . For manufacture , brands build consumer loyalty, which translates into repeat business. The company's name, GEN X, is a competitive advantage in itself. The name is not attached to any particular group of custome and it allows entry into different segments of the industry. Another competitive advantage is the company's marketing strategy. Through the use of celebrities, advertising, promotion, and giveaways, the company is able to develop its presence in the market. Although the company uses retaile to sell its line, most of the marketing and advertising is done in-house. Strategy and Implementation Summary Marketing GEN X not only develops the clothing line but supports it with advertising and promotion campaigns. The company plans to strengthen its partne hip with retaile by developing brand awareness. Marketing Communications

The key message associated the GEN X line is classy, upscale, ve atile, and expensive clothing. The company's promotional plan is dive e and includes a range of marketing communications:

Public relations. Press releases are issued to both technical trade journals and major business publications such as DNR Magazine. Trade shows. Company representatives will attend and participate in several trade shows such as Magic in Las Vegas. Print advertising. The company's print advertising program includes advertisements in magazines such as Code, and Rap Pages. Internet. GEN X plans to establish a presence on the Internet by developing a website. Plans are underway to develop a professional and effective site that will be interactive and from which sales will be generated worldwide. In the future, this is expected to be one of the company's primary marketing channels. Other. The company also plans to use various other channels including billboards, radio and television commercials, and a street team.

6.1 Sales Strategy Sales and Distribution Strategy GEN X intends to build a sales team that will be tasked with generating sales leads on a regional and national basis. They will also be responsible for establishing connections with retail outlets. A key factor in the success of GEN X will be its distribution. The company plans to use the following retail distribution channels: Department stores Apparel specialty stores Internet store

In recent yea , several large retail chains-particularly in the athletic footwear sector-have developed formats called supe tores, which have more square footage dedicated to a particular product category. Consume buy apparel and footwear from a variety of retail outlets. In 1998, discount, off-price, and factory outlet stores accounted for 30% of apparel sales, specialty stores accounted for roughly 22%, department stores for 18%, and major chains for 17%, according to

data from NPD Group Inc., the remaining 13% was sold through mail order and other means. Differences exist in the distribution mix for men's, women's, and children's items. For example, more women's apparel is purchased in specialty and department stores than is the case for men's apparel. Men's apparel is more prevalent in discount stores and general merchandise chains. In the children's segment, a considerably higher portion of apparel is purchased in discount stores. Catalogs are another important method of distribution. Consume have less time to shop, and for some, catalog shopping offe a more convenient and pleasant alternative. In 1996 (latest available) an estimated 13.3 billion direct mail catalogs were printed in the India-more than 50 for every man, woman, and child in the nation. According to NPD Group, approximately 6% of apparel retail sales were through direct mail/catalogs in 1998, representing a 29% decline from 1997. The distribution channel that has received the most attention recently is the Internet. Although it now represents only a small portion of apparel sales, this distribution channel has the most potential for growth. Consume like the convenience of being able to shop from anywhere and at anytime they wish. Manufacture with Internet sites use them for marketing and informational purposes. With expected technological advances in hardware, software, and data pipelines in the future, shopping for apparel and footwear should gain popularity. Currently, however, due to technological and infrastructure limitations, consume are not fully satisfied with the speed, quality, security, and cost of Internet shopping. Another hindrance to wider acceptance is the fact that consume cannot see and touch the product. Although some manufacture have started to sell directly to consume on the Internet, many of them are being cautious not to alienate their retail (brick-and-mortar) custome . We expect these issues will be resolved eventually, however, and that the Internet will become an important method of distribution.

Sales Forecast 2000 Sales All product lines Other Total Sales 5,000,000 0 5,000,000 50,000,000 0 50,000,000 150,000,00 0 0 150,000,00 2001 2002

Direct Cost of Sales All product lines Other Subtotal Direct Cost of Sales Management Summary

2000 1,400,000 0 1,400,000

2001 14,000,000 0 14,000,000

2002 42,000,000 0 42,000,000

The company's management philosophy is based on responsibility and mutual respect. GEN X has an environment and structure that encourages productivity and respect for custome and fellow employees.

Pe onnel Plan 2000 All departments Other Total People 565,217 0 15 2001 800,000 0 20 2002 1,000,000 0 25

Total Payroll Financial Plan

565,217

800,000

1,000,000

The company is seeking a substantial long-term business loan for the purpose of developing the clothing line. This funding will cover operating expenses and product development leading to the launch in July 2000. 8.1 Important Assumptions

The table below contains important assumptions which the company will use to ensure its success, the primary assumption is that the economy will remain in its present upturn.

General Assumptions 2000 Plan Month Current Interest Rate Long-term Interest Rate Tax Rate Other 8.2 Break-even Analysis With a high gross margin and estimated fixed monthly expenses, the required monthly break-even sales volume is shown below. 1 10.00% 10.00% 25.42% 0 2001 2 10.00% 10.00% 25.00% 0 2002 3 10.00% 10.00% 25.42% 0

Break-even Analysis

Monthly Revenue Break-even

222,738

Assumptions: Average Percent Variable Cost Estimated Monthly Fixed Cost 8.3 Projected Profit and Loss GEN X is in the early stage of development, thus initial projections have only been made on accounts that are believed to most drive the income statement. 28% 160,371

Pro Forma Profit and Loss 2000 Sales Direct Cost of Sales Other Total Cost of Sales 5,000,000 1,400,000 50,000 1,450,000 2001 50,000,000 14,000,000 50,000 14,050,000 2002 150,000,00 0 42,000,000 50,000 42,050,000

Gross Margin Gross Margin %

3,550,000 71.00%

35,950,000 71.90%

107,950,00 0 71.97%

Expenses

Payroll Sales and Marketing and Other Expenses Depreciation Communications Client Relations Rent Payroll Taxes Other

565,217 1,188,058 26,400 26,400 24,000 9,600 84,783 0

800,000 9,260,000 26,400 90,000 120,000 30,000 120,000 0

1,000,000 11,830,000 26,400 150,000 200,000 30,000 150,000 0

Total Operating Expenses

1,924,458

10,446,400

13,386,400

Profit Before Interest and Taxes EBITDA Interest Expense Taxes Incurred

1,625,542 1,651,942 364,435 322,231

25,503,600 25,530,000 387,597 6,279,001

94,563,600 94,590,000 331,004 23,950,785

Net Profit Net Profit/Sales 8.4 Projected Cash Flow

938,876 18.78%

18,837,002 37.67%

70,281,811 46.85%

The projected cash flow assumes the company receives the required loan in two credit installments--in January, and in May 2000.

Pro Forma Cash Flow 2000 Cash Received 2001 2002

Cash from Operations Cash Sales Cash from Receivables 250,000 4,338,433 2,500,000 7,500,000

40,015,90 125,868,66 0 7 42,515,90 133,368,66 0 7

Subtotal Cash from Operations

4,588,433

Additional Cash Received Sales Tax, VAT, HST/GST Received 0 0 0

New Current Borrowing New Other Liabilities (interestfree) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received

0 0 3,000,000 0 0 0 7,588,433

0 0 0 0 0 0

0 0 0 0 0 0

42,515,90 133,368,66 0 7

Expenditures

2000

2001

2002

Expenditures from Operations Cash Spending Bill Payments 565,217 2,894,534 800,000 1,000,000

29,215,89 77,486,294 2 30,015,89 78,486,294 2

Subtotal Spent on Operations

3,459,751

Additional Cash Spent Sales Tax, VAT, HST/GST Paid Out Principal Repayment of Current Borrowing 0 0 0

Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent

300,137 0 0 0 3,759,888

537,779 0 0 0

594,092 0 0 0

30,553,67 79,080,386 1

Net Cash Flow

3,828,546

11,962,22 54,288,281 9 16,235,77 70,524,056 5

Cash Balance 8.5 Projected Balance Sheet

4,273,546

GEN X's projected balance sheets for 2000-2002 are provided below.

Pro Forma Balance Sheet 2000 Assets 2001 2002

Current Assets Cash Accounts Receivable 4,273,546 831,567 16,235,775 70,524,056 8,315,667 24,947,000

Inventory Other Current Assets Total Current Assets

145,000 105,000 5,355,112

1,450,000 105,000

4,350,000 105,000

26,106,441 99,926,056

Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets 525,000 106,400 418,600 5,773,712 525,000 132,800 392,200 26,498,641 525,000 159,200 365,800 100,291,85 6

Liabilities and Capital

2000

2001

2002

Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities 174,973 1,090,000 410,000 1,674,973 2,600,679 1,090,000 410,000 4,100,679 6,706,174 1,090,000 410,000 8,206,174

Long-term Liabilities Total Liabilities

3,054,863 4,729,836

2,517,084 6,617,763

1,922,992 10,129,166

Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital

70,000 35,000 938,876 1,043,876 5,773,712

70,000 973,876

70,000 19,810,878

18,837,002 70,281,811 19,880,878 90,162,689 26,498,641 100,291,85 6

Net Worth 8.6 Business Ratios

1,043,876

19,880,878 90,162,689

The following table contains important business ratios from the men's clothing industry, as determined by the Standard Industry Classification (SIC) Index, code 2329.

Ratio Analysis 2000 Sales Growth 66.67% 2001 900.00% 2002 200.00% Industry Profile -5.70%

Percent of Total Assets Accounts Receivable Inventory Other Current Assets Total Current Assets 14.40% 2.51% 1.82% 92.75% 31.38% 5.47% 0.40% 98.52% 24.87% 4.34% 0.10% 99.64% 22.70% 34.90% 20.60% 78.20%

Long-term Assets Total Assets

7.25% 100.00%

1.48% 100.00%

0.36%

21.80%

100.00% 100.00%

Current Liabilities Long-term Liabilities Total Liabilities Net Worth

29.01% 52.91% 81.92% 18.08%

15.48% 9.50% 24.97% 75.03%

8.18% 1.92% 10.10% 89.90%

28.60% 19.30% 47.90% 52.10%

Percent of Sales Sales Gross Margin Selling, General & Administrative Expenses Advertising Expenses Profit Before Interest and Taxes 100.00% 71.00% 52.08% 12.00% 32.51% 100.00% 71.90% 34.23% 14.00% 51.01% 100.00% 100.00% 71.97% 24.85% 6.00% 63.04% 29.30% 16.00% 0.80% 3.50%

Main Ratios Current Quick Total Debt to Total Assets Pre-tax Return on Net 3.20 3.11 81.92% 120.81% 6.37 6.01 24.97% 126.33% 12.18 11.65 10.10% 104.51% 2.67 1.14 47.90% 5.60%

Worth Pre-tax Return on Assets 21.84% 94.78% 93.96% 10.80%

Additional Ratios Net Profit Margin Return on Equity

2000 18.78% 89.94%

2001 37.67% 94.75%

2002 46.85% 77.95% n.a n.a

Activity Ratios Accounts Receivable Turnover Collection Days Inventory Turnover Accounts Payable Turnover Payment Days Total Asset Turnover 5.71 59 1.75 11.83 41 0.87 5.71 35 17.55 12.17 16 1.89 5.71 43 14.48 12.17 21 1.50 n.a n.a n.a n.a n.a n.a

Debt Ratios Debt to Net Worth Current Liab. to Liab. 4.53 0.35 0.33 0.62 0.11 0.81 n.a n.a

Liquidity Ratios Net Working Capital 3,680,13 22,005,76 91,719,88 n.a

9 Interest Coverage 4.46

2 65.80

1 285.69 n.a

Additional Ratios Assets to Sales Current Debt/Total Assets Acid Test Sales/Net Worth Dividend Payout 1.15 29% 2.61 4.79 0.00 0.53 15% 3.98 2.51 0.00 0.67 8% 8.61 1.66 0.00 n.a n.a n.a n.a n.a

Appendix Sales Forecast Jan Feb Mar Apr May Jun Sale s All prod 0 450 380 390 390 390 390 400 440 440 440 440 450 uct % ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 lines Othe 0 r % Total 0 0 0 0 0 0 0 0 0 0 0 0 Jul Aug Sep Oct Nov Dec

450 380 390 390 390 390 400 440 440 440 440 450

Sale s

,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000 ,000

Direc t Cost of Sale s All prod uct lines Othe r Subt otal Direc t Cost of Sale s

Jan Feb Mar Apr May Jun

Jul Aug Sep Oct Nov Dec

126 106 109 109 109 109 112 123 123 123 123 126 ,000 ,400 ,200 ,200 ,200 ,200 ,000 ,200 ,200 ,200 ,200 ,000

126 106 109 109 109 109 112 123 123 123 123 126 ,000 ,400 ,200 ,200 ,200 ,200 ,000 ,200 ,200 ,200 ,200 ,000

Pe onnel Plan Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

All 0 47, 47, 47, 47, 47, 47, 47, 47, 47, 47, 47, 47, departm % 101 101 101 101 101 101 101 101 101 101 101 106 ents Other 0 0 0 0 0 0 0 0 0 0 0 0 0

% Total People 15 15 15 15 15 15 15 15 15 15 15 15

Total Payroll

47, 47, 47, 47, 47, 47, 47, 47, 47, 47, 47, 47, 101 101 101 101 101 101 101 101 101 101 101 106

General Assumptions Jan Feb Mar Plan Mont h Apr May Jun Jul Aug Sep Oct Nov Dec

10

11

12

Curre nt 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 Inter 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% est Rate Longterm 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 Inter 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% est Rate Tax Rate Other 30.0 25.0 25.0 25.0 25.0 25.0 25.0 25.0 25.0 25.0 25.0 25.0 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0 0 0 0 0 0 0 0 0 0 0 0

Pro Forma Profit and Loss

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 45 38 39 39 39 39 40 44 44 44 44 45 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0 0 0 0 0 0 0 0 0 0 0 0 12 10 10 10 10 10 11 12 12 12 12 12 6,00 6,40 9,20 9,20 9,20 9,20 2,00 3,20 3,20 3,20 3,20 6,00 0 0 0 0 0 0 0 0 0 0 0 0 4,1 4,1 4,1 67 67 67 4,1 67 4,1 67 4,1 67 4,1 4,1 67 67 4,1 67 4,1 67 4,1 67 4,1 67

Sales

Direct Cost of Sales Other Total Cost of Sales

13 11 11 11 11 11 11 12 12 12 12 13 0,16 0,56 3,36 3,36 3,36 3,36 6,16 7,36 7,36 7,36 7,36 0,16 7 7 7 7 7 7 7 7 7 7 7 7

Gross Margin Gross Margin %

31 26 27 27 27 27 28 31 31 31 31 31 9,83 9,43 6,63 6,63 6,63 6,63 3,83 2,63 2,63 2,63 2,63 9,83 3 3 3 3 3 3 3 3 3 3 3 3 71.0 70.9 70.9 70.9 70.9 70.9 70.9 71.0 71.0 71.0 71.0 71.0 7% 0% 3% 3% 3% 3% 6% 5% 5% 5% 5% 7%

Expenses Payroll Sales and Marketin g and Other 47, 47, 47, 47, 47, 47, 47, 47, 47, 47, 47, 47, 101 101 101 101 101 101 101 101 101 101 101 106 99, 99, 99, 99, 99, 99, 99, 99, 99, 99, 99, 99, 005 005 005 005 005 005 005 005 005 005 005 005

Expenses Deprecia tion Communi cations Client Relations Rent Payroll Taxes Other 15 % 2,2 2,2 2,2 00 00 00 2,2 2,2 2,2 00 00 00 2,0 2,0 2,0 00 00 00 80 0 80 0 80 0 2,2 00 2,2 00 2,0 00 80 0 7,0 65 0 2,2 00 2,2 00 2,0 00 80 0 7,0 65 0 2,2 00 2,2 00 2,0 00 80 0 7,0 65 0 2,2 2,2 00 00 2,2 2,2 00 00 2,0 2,0 00 00 80 0 80 0 2,2 00 2,2 00 2,0 00 80 0 7,0 65 0 2,2 00 2,2 00 2,0 00 80 0 7,0 65 0 2,2 00 2,2 00 2,0 00 80 0 7,0 65 0 2,2 00 2,2 00 2,0 00 80 0 7,0 66 0

7,0 7,0 7,0 65 65 65 0 0 0

7,0 7,0 65 65 0 0

Total Operatin g Expenses

16 16 16 16 16 16 16 16 16 16 16 16 0,37 0,37 0,37 0,37 0,37 0,37 0,37 0,37 0,37 0,37 0,37 0,37 1 1 1 1 1 1 1 1 1 1 1 7

Profit Before Interest and Taxes

15 10 11 11 11 11 12 15 15 15 15 15 9,46 9,06 6,26 6,26 6,26 6,26 3,46 2,26 2,26 2,26 2,26 9,45 2 2 2 2 2 2 2 2 2 2 2 7

EBITDA

16 11 11 11 11 11 12 15 15 15 15 16 1,66 1,26 8,46 8,46 8,46 8,46 5,66 4,46 4,46 4,46 4,46 1,65 2 2 2 2 2 2 2 2 2 2 2 7 20, 20, 20, 20, 36, 36, 35, 35, 35, 34, 34, 34, 375 266 157 047 602 266 926 584 239 891 541 541

Interest Expense

Taxes Incurred

41, 22, 24, 24, 19, 19, 21, 29, 29, 29, 29, 31, 726 199 026 054 915 999 884 170 256 343 430 229

Net Profit Net Profit/Sal es

97, 66, 72, 72, 59, 59, 65, 87, 87, 88, 88, 93, 361 597 079 162 745 998 652 509 767 028 291 687 21.6 17.5 18.4 18.5 15.3 15.3 16.4 19.8 19.9 20.0 20.0 20.8 4% 3% 8% 0% 2% 8% 1% 9% 5% 1% 7% 2%

Pro Forma Cash Flow Jan Feb Mar Apr May Jun Cash Recei ved Jul Aug Sep Oct Nov Dec

Cash from Opera tions Cash Sales Cash from Recei vables Subtot al 19 19 22, 19, 19, 19, 20, 22, 22, 22, 22, 22, ,00 ,50 500 500 500 500 000 000 000 000 000 500 0 0 22 42 210 361 370 370 370 370 381 418 418 418 4,2 5,2 ,000 ,317 ,500 ,500 ,500 ,817 ,267 ,000 ,000 ,000 50 83 232 24 44 380 390 390 390 392 403 440 440 440 ,500 3,2 4,7 ,817 ,000 ,000 ,500 ,817 ,267 ,000 ,000 ,500

Cash from Opera tions

50

83

Additi onal Cash Recei ved Sales Tax, VAT, 0.0 HST/G 0% ST Recei ved New Curren t Borro wing New Other Liabili ties (intere stfree) New Longterm Liabili

1,0 00,0 00

2,0 00,0 00

ties Sales of Other Curren t Asset s Sales of Longterm Asset s New Invest ment Recei ved Subtot al Cash Recei ved

1,2 24 44 2,3 380 390 390 392 403 440 440 440 32,5 3,2 4,7 90,0 ,817 ,000 ,500 ,817 ,267 ,000 ,000 ,500 00 50 83 00

Expen diture s

Jan Feb Mar Apr May Jun

Jul Aug Sep Oct Nov Dec

Expen diture

s from Opera tions Cash Spend ing Bill Payme nts Subtot al Spent on Opera tions 47 47 47, 47, 47, 47, 47, 47, 47, 47, 47, 47, ,10 ,10 101 101 101 101 101 101 101 101 101 106 1 1 1,0 17 15 159 159 171 171 173 179 179 179 179 05,9 6,6 7,7 ,417 ,751 ,745 ,553 ,278 ,982 ,723 ,462 ,268 11 83 59

1,0 22 20 206 206 218 218 220 227 226 226 226 53,0 3,7 4,8 ,518 ,852 ,846 ,654 ,379 ,083 ,824 ,563 ,374 12 84 60

Additi onal Cash Spent Sales Tax, VAT, HST/G ST Paid Out Princi pal Repay ment of

Curren t Borro wing Other Liabili ties Princi pal Repay ment Longterm Liabili ties Princi pal Repay ment Purch ase Other Curren t Asset s Purch ase Longterm Asset s Divide

13 13 13, 13, 40, 40, 41, 41, 41, 42, ,02 ,13 239 350 382 719 058 400 745 093 1 0

nds Subtot al Cash Spent 1,0 23 21 219 220 259 259 261 268 268 268 226 53,0 6,8 7,9 ,757 ,202 ,228 ,373 ,437 ,483 ,569 ,656 ,374 12 05 90

Net Cash Flow Cash Balan ce

22 2,1 179 6, 161 130 131 131 134 171 171 214 6,7 69,7 ,488 445 ,059 ,772 ,127 ,379 ,784 ,431 ,344 ,126 93 98 63 85 1,0 3,1 3,3 3,4 3,5 3,7 3,8 4,0 4,2 624 0,9 7,7 18,7 88,5 19,3 50,4 81,8 16,6 88,0 59,4 73,5 ,488 32 25 85 83 54 81 60 44 75 19 46

Pro Forma Balance Sheet Jan Feb Mar Apr May Jun Star ting Asset Bala s nce s Jul Aug Sep Oct Nov Dec

Curre nt Asset s 44 62 63 85 1,0 3,1 3,3 3,4 3,5 3,7 3,8 4,0 4,2 5,00 4,48 0,93 7,72 18,7 88,5 19,3 50,4 81,8 16,6 88,0 59,4 73,5 0 8 2 5 85 83 54 81 60 44 75 19 46

Cash

Accou 42 63 77 71 72 72 72 73 78 82 82 82 83 nts 0,00 7,50 4,25 9,46 8,65 8,65 8,65 8,15 5,33 2,06 2,06 2,06 1,56 Recei 0 0 0 7 0 0 0 0 3 7 7 7 7 vable 1,5 1,4 1,3 1,2 1,0 98 87 76 64 51 39 27 14 Invent 45,0 19,0 12,6 03,4 94,2 5,00 5,80 3,80 0,60 7,40 4,20 1,00 5,00 ory 00 00 00 00 00 0 0 0 0 0 0 0 0 Other Curre 10 10 10 10 10 10 10 10 10 10 10 10 10 nt 5,00 5,00 5,00 5,00 5,00 5,00 5,00 5,00 5,00 5,00 5,00 5,00 5,00 Asset 0 0 0 0 0 0 0 0 0 0 0 0 0 s Total Curre 2,5 2,7 2,8 2,8 2,9 5,0 5,0 5,0 5,1 5,1 5,2 5,2 5,3 nt 15,0 85,9 22,7 85,5 46,6 07,2 28,8 57,4 12,7 61,1 09,3 57,4 55,1 Asset 00 88 82 92 35 33 04 31 94 11 42 86 12 s

Longterm Asset s Long52 52 52 52 52 52 52 52 52 52 52 52 52 term 5,00 5,00 5,00 5,00 5,00 5,00 5,00 5,00 5,00 5,00 5,00 5,00 5,00 Asset 0 0 0 0 0 0 0 0 0 0 0 0 0 s Accu mulat 10 10 10 ed 80, 82, 84, 86, 88, 91, 93, 95, 97, 99, 2,00 4,20 6,40 Depre 000 200 400 600 800 000 200 400 600 800 0 0 0 ciatio n

Total Long44 44 44 43 43 43 43 42 42 42 42 42 41 term 5,00 2,80 0,60 8,40 6,20 4,00 1,80 9,60 7,40 5,20 3,00 0,80 8,60 Asset 0 0 0 0 0 0 0 0 0 0 0 0 0 s Total 2,9 3,2 3,2 3,3 3,3 5,4 5,4 5,4 5,5 5,5 5,6 5,6 5,7 Asset 60,0 28,7 63,3 23,9 82,8 41,2 60,6 87,0 40,1 86,3 32,3 78,2 73,7 s 00 88 82 92 35 33 04 31 94 11 42 86 12

Liabili ties and Capit al

Jan Feb Mar Apr May Jun

Jul Aug Sep Oct Nov Dec

Curre nt Liabili ties Accou 1,0 17 15 15 15 16 16 16 17 17 17 17 17 nts 00,0 1,42 2,44 4,10 4,02 6,02 5,78 7,27 3,99 3,74 3,48 3,23 4,97 Payab 00 7 5 6 6 9 5 9 1 1 8 4 3 le Curre 1,0 1,0 1,0 1,0 1,0 1,0 1,0 1,0 1,0 1,0 1,0 1,0 1,0 nt 90,0 90,0 90,0 90,0 90,0 90,0 90,0 90,0 90,0 90,0 90,0 90,0 90,0 Borro 00 00 00 00 00 00 00 00 00 00 00 00 00 wing Other 41 41 41 41 41 41 41 41 41 41 41 41 41 Curre 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 nt 0 0 0 0 0 0 0 0 0 0 0 0 0 Liabili

ties Subto tal 2,5 1,6 1,6 1,6 1,6 1,6 1,6 1,6 1,6 1,6 1,6 1,6 1,6 Curre 00,0 71,4 52,4 54,1 54,0 66,0 65,7 67,2 73,9 73,7 73,4 73,2 74,9 nt 00 27 45 06 26 29 85 79 91 41 88 34 73 Liabili ties

Long35 1,3 1,3 1,3 1,3 3,3 3,2 3,2 3,1 3,1 3,0 3,0 3,0 term 5,00 55,0 41,9 28,8 15,6 02,2 61,8 21,1 80,1 38,7 96,9 54,8 54,8 Liabili 0 00 79 49 10 60 78 59 01 01 56 63 63 ties Total 2,8 3,0 2,9 2,9 2,9 4,9 4,9 4,8 4,8 4,8 4,7 4,7 4,7 Liabili 55,0 26,4 94,4 82,9 69,6 68,2 27,6 88,4 54,0 12,4 70,4 28,0 29,8 ties 00 27 24 55 36 89 63 38 92 42 44 97 36

Paidin Capit al

70, 70, 70, 70, 70, 70, 70, 70, 70, 70, 70, 70, 70, 000 000 000 000 000 000 000 000 000 000 000 000 000

Retai ned 35, 35, 35, 35, 35, 35, 35, 35, 35, 35, 35, 35, 35, Earnin 000 000 000 000 000 000 000 000 000 000 000 000 000 gs Earnin gs Total Capit al 16 23 30 36 42 49 58 66 75 84 93 97, 0 3,95 6,03 8,19 7,94 7,94 3,59 1,10 8,86 6,89 5,18 8,87 361 8 7 9 4 1 3 2 9 8 9 6 10 20 26 34 41 47 53 59 68 77 86 95 1,0 5,00 2,36 8,95 1,03 3,19 2,94 2,94 8,59 6,10 3,86 1,89 0,18 43,8 0 1 8 7 9 4 1 3 2 9 8 9 76

Total Liabili 2,9 3,2 3,2 3,3 3,3 5,4 5,4 5,4 5,5 5,5 5,6 5,6 5,7 ties 60,0 28,7 63,3 23,9 82,8 41,2 60,6 87,0 40,1 86,3 32,3 78,2 73,7 and 00 88 82 92 35 33 04 31 94 11 42 86 12 Capit al

10 20 26 34 41 47 53 59 68 77 86 95 1,0 Net 5,00 2,36 8,95 1,03 3,19 2,94 2,94 8,59 6,10 3,86 1,89 0,18 43,8 Worth 0 1 8 7 9 4 1 3 2 9 8 9 76

Past Performance 1997 Sales Gross Margin Gross Margin % Operating Expenses Collection Period (days) Inventory Turnover 0 0 0.00% 0 0 0.00 1998 0 0 0.00% 0 0 0.00 1999 3,000,000 750,000 25.00% 1,200,000 34 6.00

Balance Sheet 1997 1998 1999

Current Assets

Cash Accounts Receivable Inventory Other Current Assets Total Current Assets

0 0 0 0 0

0 0 0 0 0

445,000 420,000 1,545,000 105,000 2,515,000

Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets 0 0 0 0 0 0 525,000 80,000 445,000

Total Assets

2,960,000

Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities (interest free) Total Current Liabilities 0 0 0 0 0 0 0 0 1,000,000 1,090,000 410,000 2,500,000

Long-term Liabilities Total Liabilities

0 0

0 0

355,000 2,855,000

Paid-in Capital Retained Earnings Earnings Total Capital

0 0 0 0

0 0 0 0

70,000 35,000 0 105,000

Total Capital and Liabilities

2,960,000

Other Inputs Payment Days Sales on Credit Receivables Turnover 0 0 0.00 0 0 0.00 30 2,250,000 5.36